Value‐added service decision and coordination under fresh produce e‐commerce considering order cancelation

This study considers a contract farming supply chain consisting of a platform and a risk‐averse farmer with yield uncertainty. It establishes game theory models with and without digital technology under CVaR criterion and analyzes three digital cooperation mechanisms. We find that when the wholesale price is moderate, both parties will choose a cost‐sharing contract; when the wholesale price is high, both parties will choose to let the farmer bear the cost of digital investment; when the farmer uses digital technology to grow agricultural products, the platform should not provide the farmer with a low wholesale price, especially for the farmer with low risk aversion.

Section: Model Descriptionmentioning

confidence: 99%

Digital technology adoption strategies for a contract farming supply chain under CVaR criterion

Liao,

2024

“…Such studies involve financing and pricing strategies (Tan et al, 2023;Tang & Yang, 2020), information-sharing strategies (Liu et al, 2023;Liu, Dan, et al, 2021;Tian et al, 2022Tian et al, , 2023, omnichannel strategies (Cao & Gao, 2023;Lin et al, 2021;Song et al, 2021;Zhang, He, et al, 2021), and cooperative mode selection Xu et al, 2021). For example, investigate sales mode issues for a fresh produce e-platform with two retailers.…”

Section: Fresh Produce E-commercementioning

confidence: 99%

“…With the boom in fresh produce e‐commerce, scholars have studied fresh produce supply chains in the e‐commerce era (Han et al, 2021; Wang et al, 2020; Xu et al, 2023a, 2023b; Zhang & Berghall, 2021). Such studies involve financing and pricing strategies (Tan et al, 2023; Tang & Yang, 2020), information‐sharing strategies (Liu et al, 2023; Liu, Dan, et al, 2021; Tian et al, 2022, 2023), omnichannel strategies (Cao & Gao, 2023; Lin et al, 2021; Song et al, 2021; Zhang, He, et al, 2021), and cooperative mode selection (Liu, Ma, et al, 2021; Xu et al, 2021). For example, Liu, Ma, et al (2021) investigate sales mode issues for a fresh produce e‐platform with two retailers.…”

Section: Literature Reviewmentioning

confidence: 99%

Advance selling of fresh produce e‐tailer with uncertain demand and risk‐averse consumers

Fan,

Zhang,

Dan

et al. 2024

Aiming to investigate whether a fresh produce e‐tailer should implement the strategy of advance selling considering the behavior of consumers' risk aversion, we build a two‐stage newsvendor decision‐making model and further explore how the advance selling value is affected by factors, such as the freshness‐keeping cost and the effect of demand information updating on reducing demand uncertainty. The results indicate that adopting advance selling strategy benefits the e‐tailer or not depends on consumer risk aversion and the effect of demand information updating on reducing demand uncertainty. The increasing effect of demand information updating on reducing demand uncertainty is conducive to improving the value of advance selling, and the freshness‐keeping cost may increase or decrease the value of advance selling. Besides, adopting the strategy of advance selling may benefit both the e‐tailer and the consumers under certain conditions.

“…Tian et al (2023) investigate the choice of sales mode for supplier's entry into the fresh product e-tailer platform and the e-tailer's information sharing strategy. Tan et al (2023) develop a fresh product e-tailer model that considers value-added services and order cancelation behavior. Xu et al (2023b) answer the issues of whether the fresh product platform uses blockchain technology and whether a third-party shop is set up on the platform.…”

Section: Operations Management In the Fpscmentioning

confidence: 99%

Optimal fresh agricultural products private brand introduction and sourcing strategy considering different power structures

Cao

Gao

2023

In recent years, many fresh e‐tailers have introduced private brands (PBs). The introduction of PBs will increase product competition and incur fixed fee for e‐tailers; thus, e‐tailers need to consider whether to introduce PBs and where do they source their fresh products. To address these challenges, this paper develops theoretical models. The results show that introducing PB benefits e‐tailers if the construction fee of the PBs is relatively low. Interestingly, national brand (NB) suppliers have an incentive to negotiate with e‐tailers to order PB products from them. Moreover, the willingness to introduce PBs is influenced by the power structure.